We Didn’t Know What We Didn’t Know: Learning the Hard Way

1. We Didn’t Know What We Didn’t Know: Learning the Hard Way Barbara J. Keinath, Ph.D. Ken Hess, MBA Metropolitan State University Minneapolis/St. Paul, MN

2. Presentation Objectives • Present a mini-case study of one institution’s early experiences in migrating a “skunk works” online program to the mainstream of the organization • Help others prepare for their need to institutionalize online programs and processes by providing a framework for analysis • Convey the complexity of mainstreaming online programs that are developed off to the side

3. The Literature Says … • Organizational innovation literature tells us that it can be important to isolate new programs and operations so that creativity and ideas can abound (Leonard & Swap, 1999). • The literature on e-organizations tells us that it is important to create new systems, not just patch technology onto old systems (Kanter, 2001). • “ … Big strategies can grow from little ideas (initiatives), in strange places, not to mention at unexpected times …” (Mintzberg, 1994).

4. So, When We Do “It” Right • New technology will create new systems and strategies in offshoot units of larger, more traditional organizations. • Those systems and strategies will challenge old systems and strategies. How can we better understand the challenges and people’s reactions to them so that we can appropriately mainstream online learning?

5. On the one hand: Developed a faculty training program Created policies and procedures Reviewed course sites Motivated others to do extra work Argued with yet other people and departments Developed end-run processes Created new systems Redefined terms Put two degrees online On the other hand: Most of the rest of both institutions remained unaware of what was going on. One institution is now mainstreaming. One institution is now ignoring. Business Online “Skunkworks”

6. Mainstreaming Entrepreneurial culture History & mission to serve non-traditional students Champions & sponsors Ignoring Say “No” culture Complacency about meeting student needs Champions, but no sponsors History of mistrust Why The Difference?

7. Mainstreaming Issues • Issues from multiple perspectives: • Administration (costs & revenue streams, compensation, workload, registration) • Faculty (concerns about workload & compensation, quality of online courses, jealousy, disappearance of need for faculty, IP) • IT (control, lack of staff, integration with their efforts, demands on their time) • Other academic & support services (may not be as entrepreneurial, staffing problems, different “languages”) • How can organizations make sense of it all?

8. Reframing Approach(Bolman & Deal) • Multiple perspectives lead people to interpret the same “event” in different ways • Differing interpretations lead to different organizational behaviors • Structural, human resource, political, symbolic frames • Represent the four major schools or theoretical approaches in Organizational Theory

9. Bolman and Deal’s Approach • There is truth and value in each of the four frames. • Most of us use only one or two frames. • Using all four frames increases our ability to: • Recognize and analyze organizational events • Manage effectively • Devise approaches to help the organization work better

10. What’s Happening? Role confusion Overlapping responsibilities Policies not keeping up with need for change Ambiguity Need for creativity Differentiation vs. integration Lessons Learned Cross-functional teams help solve & prevent problems. Open & frequent communication is essential. Allow practice to precede policy, but follow with policy. Learn from each other. Integrate through coordination, not centralization. Structural Frame

11. What’s Happening? Change in organizational fit Some highly motivated people Some highly anxious people Faculty & staff unprepared for work now asked of them Changing relationships Lessons Learned Develop a long-term vision for faculty & staff development. Invest in training. Keep communication open with the motivated and the anxious. Help people focus on common goals. Acknowledge that some people won’t fit. Human Resource Frame

12. What’s Happening? Conflict over goals, methods, resources Coalitions change Power shifts Win-lose views of the changes Lessons Learned View conflict as inevitable, even productive. Share the “wealth.” Draw political maps. Network and build coalitions. Engage in principled bargaining (Fisher & Ury, 1981). Political Frame

13. What’s Happening Hallowed halls of academe being demolished vs. this is the wave of the future Missing the metaphor Different interpretations of same events Traditions challenged Lessons Learned Find ways to connect the “good old days” and the brave new world. Find ways to let faculty & staff experience online learning. Establish new rituals, ceremonies. Symbolic Frame

14. Mainstreaming is Hard Work • There are multiple perspectives of what is happening. • There is truth and validity to each perspective. • Using all the perspectives to understand what is happening and create ideas will increase success.

15. References • Bolman, L.G., & Deal, T.E. (1997) Reframing organizations: Artistry, choice, and leadership (second edition). San Francisco: Jossey-Bass. • Fisher, R., & Ury, W. (1981). Getting to Yes. Boston: Houghton-Mifflin • Kanter, R.M. (2001). E-volve!: Succeeding in the digital culture of tomorrow. Boston: Harvard Business School Press. • Leonard, D. & Swap, W. (1999) When sparks fly: Igniting creativity in groups. Boston: Harvard Business School Press. • Mintzberg, H. (1994) The rise and fall of strategic planning. New York: Free Press.